Leadership, values, and subordinate self-concepts

This article discusses two means by which leaders can impact on subordinate self-regulatory processes - making particular patterns of Values salient and activating specific subordinate self-concepts. Research indicating compatible structures among Values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. (C) 2001 Elsevier Science Inc. All rights reserved.